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dc.contributor.advisorStephen Graves and Maria Yang.en_US
dc.contributor.authorGreenlee, Stephen Michael.en_US
dc.contributor.otherSloan School of Management.en_US
dc.contributor.otherMassachusetts Institute of Technology. Department of Mechanical Engineering.en_US
dc.contributor.otherLeaders for Global Operations Program.en_US
dc.date.accessioned2019-10-11T22:24:22Z
dc.date.available2019-10-11T22:24:22Z
dc.date.copyright2019en_US
dc.date.issued2019en_US
dc.date.issued2019en_US
dc.identifier.urihttps://hdl.handle.net/1721.1/122577
dc.descriptionThesis: M.B.A., Massachusetts Institute of Technology, Sloan School of Management, 2019, In conjunction with the Leaders for Global Operations Program at MITen_US
dc.descriptionThesis: S.M., Massachusetts Institute of Technology, Department of Mechanical Engineering, 2019, In conjunction with the Leaders for Global Operations Program at MITen_US
dc.descriptionCataloged from PDF version of thesis.en_US
dc.descriptionIncludes bibliographical references (page 91).en_US
dc.description.abstractThe retail industry is shifting to enable companies to respond faster to consumer demand and expectations. For any retail company, this requires speed in their supply chain from new product generation to final order delivery. Companies that store product in centralized distribution centers must shorten the time it takes to ship a product from when an order is placed. This thesis describes the detailed operations within a large distribution center and uses it as a basis for improving delivery time of a product or order within the four walls of the building. The current system is subjected to increased variability in workflows from work planning to work completion, causing delays within sequential work functions and a longer overall delivery time. These effects are magnified by the inherent tradeoffs in the work process format and the work behaviors of the employees. A new system of work was developed to standardize the workflow at a large distribution center and decrease observed order delivery times. This solution was a work scheduling system that established clear expectations for work completion as well as tools needed to reduce the variability in the system. Under this new system, the average order delivery time is expected to decrease to a third of its current cycle time. This research was conducted in partnership with Nike Inc.en_US
dc.description.statementofresponsibilityby Stephen Michael Greenlee.en_US
dc.format.extent91 pagesen_US
dc.language.isoengen_US
dc.publisherMassachusetts Institute of Technologyen_US
dc.rightsMIT theses are protected by copyright. They may be viewed, downloaded, or printed from this source but further reproduction or distribution in any format is prohibited without written permission.en_US
dc.rights.urihttp://dspace.mit.edu/handle/1721.1/7582en_US
dc.subjectSloan School of Management.en_US
dc.subjectMechanical Engineering.en_US
dc.subjectLeaders for Global Operations Program.en_US
dc.titleStandardization of workflow in a large distribution centeren_US
dc.typeThesisen_US
dc.description.degreeM.B.A.en_US
dc.description.degreeS.M.en_US
dc.contributor.departmentSloan School of Managementen_US
dc.contributor.departmentMassachusetts Institute of Technology. Department of Mechanical Engineeringen_US
dc.contributor.departmentLeaders for Global Operations Programen_US
dc.identifier.oclc1119388595en_US
dc.description.collectionM.B.A. Massachusetts Institute of Technology, Sloan School of Managementen_US
dc.description.collectionS.M. Massachusetts Institute of Technology, Department of Mechanical Engineeringen_US
dspace.imported2019-10-11T22:24:22Zen_US
mit.thesis.degreeMasteren_US
mit.thesis.departmentSloanen_US
mit.thesis.departmentMechEen_US


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